Communicating Effectively in Times of Change

As a leader, you may embrace change as a welcome opportunity for growth and fueling the continued evolution of your organization. However, your staff may not see it that way… at least not at first.

By its very nature, change is messy, unsettling, and even fear-evoking among those who are asked to go along for the ride. As a leader, your influence has enormous impact on how smoothly – or not – a change occurs within your organization.

To “manage” change is to try and control it, which is a one-dimensional approach. Control generally begets resistance! A more effective scenario is to lead relationally, by communicating openly with your staff and getting buy-in through your influence.

In another DBH article, “Inside Out Leadership,” we pointed out that before we can influence others, we must first understand ourselves through the practice of self awareness. Great leaders possess the ability to observe their own behavior, are aware of their own actions, and are well-connected to their own thoughts and feelings. They lead from the inside out.

Self awareness also enhances the way you communicate, which hinges largely on how you “are” as a leader, rather than merely the information you tell your staff.

Multi-Directional Communication

Your communication style – your “being” – comes more fully to life when you approach communication as a multi-layered relational process. When an organization announces a change through a memo or at a staff meeting, this mono-directional communication leaves little space for the receivers – your staff – to become part of the process. Telling them the change is not enough.

Following are some reminders of ways you can increase staff involvement – and even their enthusiasm – during times of change within your organization:

More is more. You cannot communicate too much. Deliver the news in both written and oral formats, including: e-mail, (old-fashioned) paper memos, individual meetings, group meetings. Repetition helps the message get across, and using a variety of communications vehicles allows people with different learning styles to fully assimilate the message. Always provide a means for response.

Feel their fears. Using your practice of self-awareness, you can better make the shift to understanding your employees’ fears relating to an impending change. Address those fears proactively… don’t wait for the tension to begin mounting.

Silence is not acceptance. Out of respect for your position, many of your employees will naturally shy away from complaining or outwardly showing any signs of worry or resistance. A wise leader will recognize this and look for ways to build trust that opens up honest communication.

Turn your communications into conversations. When you meet with an individual or a group to discuss the change, create an atmosphere of conversation, where everyone in the room becomes part of the discussion, questions and feelings flow freely. This is the ultimate example of muli-directional, relational communication flow.

Reframe change as a process, rather than an event. Create an atmosphere of innovation within your organization, and your company culture will begin to embrace change as a continual process, lessening the drama around each individual change event.

Go low-tech. While e-mail and intranets provide an efficient means of disseminating information, they are also distance-creating. Gravitate toward the more personal means of communication, especially during a difficult change. When an employee’s fears are soaring, nothing comforts like a face-to-face chat.

Show appreciation. Throughout the change process, let your staff know how much you appreciate their patience and their help with the transition. Continue to ask how you can help pave the way for them.

Communication techniques abound. But techniques will have little impact unless you are leading and influencing from a place of self awareness and leading from the inside out.

First published by the CPCU Society.